Project Plan Project Reporting

Republic of the Philippines
Polytechnic University of the Philippines

College of Business Administration
Sta. Mesa, Manila
Written Report by Group 7
FUNDAMENTALS OF BUSINESS PROCESS

OUTSOURCING 102
(BUMA 30033)
Project Management: Project Plan and Project Reporting
Submitted by:
Monsalud, Ma. Teresa
Piliin, Ericka Mae
Presillas, Alexandra Shawn
Ribon, Charlotte
Rivera, Valerie Joy
Submitted to:
Prof. Louvelle Formentera
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Downloaded by: KevinGates (kevingates@hotsoup.be)
PROJECT PLAN
Reported by: Piliin, Ericka Mae
A project plan, also known as a project management plan, is a formal, approved

document used to guide both project execution and project control. It is a document that
contains a project scope and objective. A project plan is the culmination of meticulous
planning by a project manager. It is the master document that guides how a project will
run, according to the manager’s intentions for each key facet of the project. It can and
will change over time as the environment, output scope, inputs, resources change. A
project plan is most commonly represented in the form of a Gantt chart to make it easy
to communicate to stakeholders. A good project plan will help the project manager and
the project organization respond to changes with least delivery (time, cost) risk.
It is said that those projects with well-constructed project plans had the best
chances of success. Here are few reasons that a project plan is important to most
projects:
 It provides a shared vision for what the project will accomplish – this common
understanding can bind the team together in completing actions that satisfy the
project’s goals.
 It gives clarity on the responsibilities of team members and other organizations in
contributing to the goals of the project.
 It organizes the work of the project and can be used to prevent extraneous work
from crowding out legitimate project activities.
 It can be a very powerful communication mechanism, supplementing verbal
interactions. This is an important written reference for the team, and can also be
used with other stakeholders.
PROJECT PLAN ELEMENTS

Reported by: Monsalud, Ma. Teresa
COMMON PARTS
1. Project Charter- high level description of objectives, who approved it, start and
finish requirement dates, cost and benefit.
2. Scope Plan- detailed definition of scopes, deliverables
3. Project Organization- project manager, individual leads, roles and responsibilities
4. Resource Plan
 Required staff skills- hiring or contracting plan, by when; where to hire/ contract,
and estimated cost
 Required equipment, tool and facilities- by when; where to purchase, and cost
5. Activity Plan

a. work breakdown structure (intermediate and final deliverables)
b. Definition of activities to produce the WBS elements
c. activity sequencing, start and final
d. Resource - activity assignment
6. Cost Plan
7. Risk Management Plan - initial identified risk and mitigation, risk reporting and
frequency
8. Test Plan
 Identification of independent test lead and/or test team
 Statement of how scope/functions will be reviewed and by whom
 How detailed design testing will be reviewed and validated
9. Communication Plan- identify the communications lead, communication elements,
and timing
10. Implementation Plan- implementation lead, implementation strategy (big bang or
incremental, pilot or in phrases)
11. Quality Plan- involves identifying which quality standards are relevant to the project
and determining how to satisfy them.
OPTIONAL PARTS
There are no generically defined “optional parts”
Certain parts of project plan may be simplified depending on project size, scope,
requirements for project resources and scheduling risk.
Good discipline to include the part but have only limited statements; this confirms
that you have assessed the requirements for the plan component.
Examples:
1. Risk Management Plan can be simplified if the project classed as “low risk” i.e., long
schedule, small scope, 3 to 6-month project, available resources for construction,
testing and implementation, good support for client, single-unit client organization
(client is controlled by one manager)
2. Quality Plan is always required but can be simplified
3. Communication Plan is required- even though the Project Manager may be the same
as the communications lead
4. Test Plan is always required but can be simplified
5. Activity Plan is always required but can be simplified
6. Resource Plan can be simplified if the resources requirements are limited (2 man
effort), skill required is commonly available internally or from existing service providers,
equipment/ facilities are available.

SUMMARY
Common parts of good plan are project charter, scope plan, project
organization, resource, activity plan, cost plan, risk plan, test plan, communication
plan, implementation plan and quality plan. On the other hand, parts addressing
elements which have least risk can be simplified but not removed.
PARTS OF A PROJECT REPORT

Reported by: Presillas, Alexandra Shawn
A Project Report is a document which provides details on the overall picture of
the proposed business. The project report gives an account of the project proposal to
ascertain the prospects of the proposed plan/activity.
Project Report is a written document relating to any investment. It contains data
on the basis of which the project has been appraised and found feasible. It consists of
information on economic, technical, financial, managerial and production aspects.
Parts of A Project Report

1. Status Report – “where the project now stands”. It includes the schedule and
budget status as well as the percentage completed against the plan. It also presents
the current open issues and challenges towards the project.
2. Progress Report – “what the project team has completed”. It includes tasks
completed as well as tasks in flight. And includes issues and challenges handled by
the project managers.
3. Forecast – Is the prediction of future status. It states the projected time and budget
to complete the project.
4. Risk Section – States the specific risks encountered on a project and ways to
mitigate them.
Additional
1. Executive Summary – the executive summary captures the essence of the report.
It summarizes everything without focusing specifically on any one part. That is, it
includes the background, analysis, and conclusions.
2. Introduction – the introduction serves to tell them what you’re going to say in the
future (the body). Introductions are the part of the report that generates interest in the
report and makes the reader want to read it. A strong introduction has the following 5
parts:

a. Identify the topic. – A broader (more general) to provide context
and then narrow the focus into the topic. Using analogies and stories:
Analogies are comparisons, for example:
Project specifications are like a complex labyrinth requiring many hours of

frustrating investigation.
Stories are personal experiences, for example:
I was once involved with an organization that created an amazing experience

for a group of people.
b. Demonstrate the importance of the topic. This can be done by stating

the effect that the topic has on people or organizations, or by quoting an
alarming statistic. For example,
This disease is a significant concern in our geographic area. As many as 30%

of adults will contract this disease before the age of 70.
c. A good length for an introduction is about 10% of the report, that
is, about one page long for a ten page report, but it can vary quite a bit
depending on whether its aims have been accomplished.
3. Main Body – The main body is where the contents and essence of the report are
told. These five components of a project report should be present, in this order:
a. Statement of Problem / Topic
Unlike fiction novels, most project reports present a solution to a

problem or the presentation of a topic. Hence, stating the problem/topic
directly gives the report direction and structure, and its importance cannot be
overstated. The problem or topic should be succinct and clearly articulated,
and then elaborated on to ensure it is understood.
b. Description of the Existing Situation
Everything exists in a context. Describing that context is essential to

ensuring that readers are left with a thorough understanding of the topic. After
stating and describing the problem or topic, the environment surrounding the
problem or topic must be addressed. The environmental factors that currently
affect the problem/topic give the audience a crucial worldview that allows them
to understand the contents of the report. The current circumstances and the

geography around the topic prior to this report are provided in detail. What do
people/organizations do right now, and why is this a problem?
c. Analysis of Options
Every problem contains options, even if one of them is more obvious

than the others, and addressing the competing options provides confidence in
the conclusions of the report. It is often a good idea to analyze and describe
each possible solution and provide the pros and cons. Maybe there is a cost to
consider, in which case there could be a tradeoff between cost and quality.
d. Description of Potential Solution
In this section the recommended solution to the problem, or the topic, is

described in exhaustive detail. This is the part where each component of the
solution is outlined and communicated to the audience. The operation and
maintenance, the short term and long term, the front, back, and sides, and the
quality of the solution are all considered.
e. Benefits of Recommended Solution
After the main description of the solution and/or topic, it is important to
spend some time talking about why the solution is the right one, or what
benefits the topic has for people. After all, if there are no benefits for people
there is no meaning for the report. Who does the report benefit, and how does
it benefit them? What are some of the drawbacks and/or trade-offs of that
benefit?
4. Conclusion - The conclusion’s purpose is to ensure that the audience remembers
the information presented in it.
“DAYS TO COMPLETION” METHOD TO ASSESS PERCENTAGE COMPLETED

Reported by: Ribon, Charlotte
Why do we need to understand Percentage of
Completion?
Percentage of Completion
 Allows for the recognition of revenues, expenses, and taxes during the period that
a contract is being executed.
 It must be used if the revenues and costs of a project can be reasonably estimated
and the parties involved are expected to be able to complete all duties.
 Percentage-of-completion may shield companies from fluctuations and make it
easier to show revenue.

Challenges on Estimated % Completed
 Most people over-estimate the work they have done. “50% completed” is difficult to
verify
 Most will add buffers when asked for “time completion” conservative (lowest)
estimate of percentage completed
 “Hours spent” versus total man-hours may not be an accurate basis for actual work
done
 Vulnerable to fraud and underreporting
Conservative Measures
Possible Approaches
1. “Task-Binary” Measure
-This is done by marking a completed task 100%, and ongoing or unfinished task
0%.
- It is easy judgment whether task is done or not versus subjective “% done”.
2. “Time to completion”
- Project Manager is asked to estimate the time needed to complete project tasks.
Project Manager needed to completion:
 Essentially a “re-forecast” of effort required given all factors (resource skill,
availability of inputs, effectiveness of tools, quality of work)
 Conservative because most PMs will add a buffer
 Stringent and good measure if the project manager is highly experienced and
professional
“PROJECT RISK” SECTION

Reported by: Rivera, Valerie Joy
Project Risk
- is the possibility that project events will not occur as planned or that unplanned
events will occur that will have a negative impact on the project.
- is an uncertain event or condition that, if it occurs, has a positive or negative effect
on a project’s objectives.
- is the event that could have adverse effect “if” they occur
How can you minimize the risks?
 Mitigation actions minimize negative effects if risk event occurs; means reducing risk of
loss from the occurrence of any undesirable event.
- Other management use “cross-training” (involves teaching workers to perform job
functions not included in their current job description and is practiced to maximize
overall staff efficiency and flexibility.) that mitigates effect of loss of critical resources.

SOURCES OF RISKS
 Internal Risks (resources, equipment, facilities)

- are from within the organization and arise during normal operation
- are often forecastable, and therefore can be avoided or mitigated. Typically
generated by one (or some combination) of human, technical or physical factors.
Example:
 Unexpected Attrition
 Unexpected Equipment Failure
 Loss of Facilities
 Financial Solvency of the Company

 External Risks (suppliers, client stakeholders, market, political events, environmental
changes)
- is anything that is caused by sources outside the organization. These are
usually more difficult to mitigate than internal risks.
- come from outside the organization or project and outside of the team’s
control. External risks tend to only be forecastable in retrospect, and therefore efforts
need to be focused on recognition and reaction.
Example:
 Supplier failure to deliver right resources on time at right price and with right
quality
 Unexpected change in client senior management, unexpected loss of support,
change in executive direction for the project
 Severe market downturn leading to change in project value
 Unexpected political disruptions, strikes, coup, rebellion, severe crime wave
 Storms, typhoon, fire leading to project disruption
RISK SECTION
Common Internal Business Risks
 Stability - The ability of a business to manage its finances; meet its debt
obligations and return capital to its investors is integral to its success. A business
which is financially stable can grow its profits more easily than one which is not;
furthermore, investors, lenders and employees are more willing to engage with
and invest in a financially stable company. The reverse is true for businesses
which are unstable; instability can quickly lead to decreasing profits and,
ultimately, bankruptcy.

 Organizational structure - How a business is structured can also mitigate or
enhance a business’s success. It’s of paramount importance that a cohesive and
efficient structure is established and maintained if a business is to function
smoothly and carry out the goals and aims of the company effectively. When
assessing how organizational structure might pose a risk to your business,
evaluate its job positions, hierarchy, and lines of communication
 Politics and Mismanagement - Internal company politics, particularly in family
businesses, causing management and staff alike to focus, not on the market and
the job at hand, but on what’s happening internally. Taking your eye off the ball
can ultimately open the door to competitors stealing your market share.
Mismanagement - including a lack of proper control over finances, production,
labor and marketing – results in increased costs for the business, which will affect
your business’s bottom line.
 Resources - Having enough financial and human resources is crucial; if your
business is lacking in either of these, you will find it difficult to achieve your
business goals. Not only does a lack of resources impinge on the nature and
scope of the work you are able to take on, but it can also impact significantly on
staff morale.
 Innovation - whether it relates to product development, marketing and promotion
or staff welfare, innovation is what keeps a business one step ahead of its rivals. A
lack of innovation, therefore, can pose a risk to business success as a company
becomes staid, stagnant and irrelevant in a changing marketplace.
 Incentives – Did you know that incentivising employees could prove to be a
business risk, if it’s not done correctly, fairly and appropriately? Make sure that you
explore the right incentive and reward schemes for your business.
Common External Risks

 The Economy– whether it’s boom time or bust, how the economy is doing impacts
on your business. While you may not have control over the economy at large,
under-standing what drives it can help you manage threats and maximize
opportunities.
 Political-Legal Factors – changes in government or government policies and

legislation can impact on business, which is why business owners need to keep
abreast of latest developments
 Socio-Cultural Factors – ignore these at your peril! These risks aren’t limited to
emerging markets. For instance, is already influencing purchasing behaviors,
which could negatively impact company profits.

 Technology– if you wish to remain relevant, make sure that you monitor
technological developments in your field and in the wider business sphere
 Shareholders – as a business manager, your wanting to invest any profits for

future growth may be at odds with company shareholders who wish to take value
out of the business in the form of dividends. Their business approach – which may
be more focused on personal than business wealth – can be very risky indeed for
a business and requires careful yet firm management.
When putting together the project report, you have to identify specific mitigation
action for each risk identified. This will allow the project stakeholders to assess if the
mitigations are correct or sufficient.

REFERENCES:
 https://www.pinnacleprojects.com/index.php/the-project-plan-sp-
1739577267/109-the-importance-of-a-project-plan
 https://www.thebalancecareers.com/what-needs-to-be-in-a-project-plan-1669741
 Project Report: Meaning: Contents of a Project Report. (2017, April 3). Retrieved from
https://accountlearning.com/project-report-meaning-contents-project-report/.
 (n.d.). Retrieved from https://www.projectengineer.net/the-4-vital-parts-of-
a- project-report/.


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Republic of the Philippines

Polytechnic University of the Philippines

Written Report by Group 7

FUNDAMENTALS OF BUSINESS PROCESS

Project Management: Project Plan and Project Reporting

Document shared on www.docsity.com

Reported by: Piliin, Ericka Mae

A project plan, also known as a project management plan, is a formal, approved

PROJECT PLAN ELEMENTS

Document shared on www.docsity.com

Document shared on www.docsity.com

PARTS OF A PROJECT REPORT

Parts of A Project Report

Document shared on www.docsity.com

Analogies are comparisons, for example:

Project specifications are like a complex labyrinth requiring many hours of

Stories are personal experiences, for example:

I was once involved with an organization that created an amazing experience

b. Demonstrate the importance of the topic. This can be done by stating

This disease is a significant concern in our geographic area. As many as 30%

a. Statement of Problem / Topic

Unlike fiction novels, most project reports present a solution to a

b. Description of the Existing Situation

Everything exists in a context. Describing that context is essential to

Document shared on www.docsity.com

Every problem contains options, even if one of them is more obvious

d. Description of Potential Solution

In this section the recommended solution to the problem, or the topic, is

“DAYS TO COMPLETION” METHOD TO ASSESS PERCENTAGE COMPLETED

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“PROJECT RISK” SECTION

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 Internal Risks (resources, equipment, facilities)

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Common External Risks

 Political-Legal Factors – changes in government or government policies and

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 Shareholders – as a business manager, your wanting to invest any profits for

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